INTERACTIVE PLANNER
Turn an operating idea
into a useful brief.
Compare two handling-time assumptions for one workflow. Start with your own process, then explore capacity and cost implications.
Illustrative operational worksheet. No provider pricing, performance benchmarks or guaranteed savings are supplied.
Payment exception handling
- Capacity value at your hourly cost
- Annual operating cost
- Annual value less operating cost
- First-year value less all entered costs
- Simple implementation payback
Capacity value assumes all released time is valued at the entered hourly rate. It is not a cash-saving forecast.
Method and limitations
Released hours = annual cases × (current minutes − proposed minutes) ÷ 60. Capacity value = released hours × hourly cost. Annual running cost = monthly cost × 12. Annual net value = capacity value − annual running cost. First-year net value = annual net value − implementation cost. Simple payback in months = implementation cost ÷ annual net value × 12, only when annual net value is positive.
A slower proposed workflow produces negative capacity. Non-positive annual net value has no positive payback. The model assumes steady volumes, immediate full adoption and no ramp-up; it excludes financing, tax, discounting, quality differences, other implementation costs and changes to headcount. Use one selected currency throughout; no exchange conversion occurs. All inputs are processed in the browser without being sent by this page.
Questions for the next conversation
How was handling time measured? Which exceptions need human review? What changes during rollout? What data, integration, resilience and customer outcomes must be tested?